What Is the Role of Personnel Management?

Personnel management is a series of management activities such as the selection, use, training, assessment, reward and punishment of the staff members to achieve certain goals. The aim is to adjust the relationship between people, people and things, people and organizations through scientific methods, correct employment principles and reasonable management systems, in order to make full use of human resources. Since the Han Dynasty, our country has begun to select feudal court officials by many methods, such as investigations and solicitations, strategies, writing and writing. After the Sui and Tang Dynasties, the imperial examination system became more and more perfect, and a management institution specialized in examinations, assessments, appointments and removals, rewards and punishments, and supervision was established, and a series of systems such as examinations, training, transfers, appointments and removals, appointments and dismissals, retirement, and retirement were established. Modern personnel management originates from the United States. In order to capture higher excess profits, the bourgeoisie has initially established a set of management systems for organizing, coordinating, supervising, and motivating workers. After the middle of the 20th century, personnel management was valued in many countries around the world. People start from improving efficiency and work efficiency, and promote social and economic development based on theories and methods of personnel management. ^[1] With the deepening of economic system reform, the work content of personnel departments and personnel cadres at all levels is constantly adjusted and changed, and traditional personnel management work is gradually replaced by modern human resource management.

HR management

The word personnel management comes from English Personnelmanagement, which means "personnel management". Japanese translation for personnel management has since been widely adopted. Personnel management, as a science, originated in the United States. personnel

1. Increasing scale and complexity of business operations

2. Absolute and relative increase in human investment, especially in industrialized countries

3. Intense competition and globalization

4. Changed working attitudes (value changes, new lifestyles, personalization)

5. The growing significance of knowledge in business success

Traditional personnel management is to manage people's affairs, focusing on after-the-fact management, a little concurrent management, mainly

Organization: It is to formulate and modify the organizational structure of authority and functional responsibility, and establish a dual-track, mutual, vertical and horizontal information exchange system.

Plan: Predict the demand for staff, make a plan for staff investment, and make a pre-conception of the required management policies and plans.

Staffing and use of personnel: that is,

The difference between traditional personnel management and modern human resource management

along with

Responsibility is a topic often talked about in enterprise management. Employees' due diligence is the ideal goal of enterprise responsibility management. Therefore, the first thing that should be done in corporate personnel management is to clarify job responsibilities and perform responsibilities management. The following first briefly introduces how to do responsibilities management:

1.Efforts to avoid formalism

In the process of organizational design and job analysis, enterprise managers cannot adopt a cohesive attitude to organizational design and job analysis due to various reasons such as corporate expenses, time, or energy. Organization design and job analysis are quite rough, and at best they are only A rough outline. And only the outline of organizational design, without considering specific issues, is bound to have little effect.

2. Organizational design and job analysis should be scientific and reasonable

Enterprise managers should organize relevant personnel to analyze the company's production process and division of business between departments, adopt scientific techniques and methods for organizational design and job analysis, and formulate reasonable department responsibility specifications and job work specifications, so that the organization The structure tends to be reasonable and the responsibilities are scientifically divided. In this way, the incumbent in each position can work in accordance with the clear duties and responsibilities in his own position.

3. Try to overcome the mentality of blame

Another prominent issue in responsibility management is blame. The conversation between posts and departments often ends up on the pretext that the company has not clearly defined its responsibilities. Those with this mentality believe that as long as the company clearly divides its responsibilities, everyone will not be embarrassed and can perform their responsibilities well in their respective fields. Therefore, in order to solve the problem of the responsibility management process, the managers of the enterprise need managers to take the responsibility to manage the responsibilities of employees and departments to prevent conflicts and contradictions.

In the management of personnel, in addition to responsibilities management, enterprise managers also need to carry out objective management, and clarify the work goals of companies, departments, teams and individuals. "Objective management" emphasizes the unity of personal goals, group goals and corporate goals. And the interests of the group and the interests of the company are integrated. The self-management approach is adopted to allow employees to be their own bosses and to manage themselves, and change "want me to work" to "I want to work", which can promote long-term stable development of the enterprise.

1. Organizational structure planning: Organizational structure and professional skills are the basics of an enterprise's operation. As an operator, you must take care to plan and design, and plan and design the organizational structure according to the short, medium, and long-term business goals of the enterprise to reach human resources. The important spirit of management is the principle of setting people according to their own affairs.

2. Perform job analysis to determine job positions: After the organization, evaluate the needs of the company and set the number of positions in order to achieve the effect of creating people instead of people.

3. Establish job (or job) descriptions: Enterprises must create job descriptions in detail for the nature and work content of each position, indicating the job content and focus of each position, and even when and what reports should be submitted.

4. Set work specifications (ie qualifications): With a job description, managers can plan out what qualifications and personality traits are required to qualify for this job position.

5. Manpower allocation: After the above procedures are completed, the existing manpower of the enterprise will be arranged and assigned to its most competent work according to its characteristics or experience or its qualifications. In the allocation of manpower, the construction of a talent pool is also a very important link. Helping enterprises to establish their own talent pool for emergency needs is a very important link in manpower allocation.